9-1 Part 9—Performance Management McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill...

9-1

Part 9—Performance ManagementPart 9—Performance ManagementMcGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

9-2

One Minute Goal One Minute Goal SettingSetting

One minute goal setting involves One minute goal setting involves identifying three to five goals that identifying three to five goals that are critical to success, and writing are critical to success, and writing these on a single sheet of paper – these on a single sheet of paper –

250 words or less250 words or less

9-3

One Minute PraisingOne Minute Praising

One minute praising involves showing One minute praising involves showing appreciation for effort and accomplishments. appreciation for effort and accomplishments.

It is based on two ideas:It is based on two ideas:

1. People need feedback as a way of tracking and sustaining progress

2. What gets rewarded gets repeated

9-4

One Minute One Minute ReprimandReprimand

One minute reprimand is saved for individuals who One minute reprimand is saved for individuals who are trained and know what to do, but make are trained and know what to do, but make

mistakes. mistakes. The one minute reprimand has four characteristics:The one minute reprimand has four characteristics:

1. Correction is immediate2. Correction focuses on behavior,

not on the character of the person

3. Correction is sincere4. The individual is encouraged

9-5

Four Major Areas of Job Four Major Areas of Job PerformancePerformance

1.1. QuantityQuantity

2.2. QualityQuality

3.3. TimelinessTimeliness

4.4. CostCost

9-6

Eight Principles for Setting Eight Principles for Setting Performance ObjectivesPerformance Objectives

Performance objectives should be:Performance objectives should be:1.1.Meaningful and in alignmentMeaningful and in alignment2.2.Challenging, yet attainableChallenging, yet attainable3.3.MeasurableMeasurable4.4.Established for a specific time periodEstablished for a specific time period5.5.Agreed upon by those doing the work Agreed upon by those doing the work and those in chargeand those in charge6.6.FlexibleFlexible7.7.WrittenWritten8.8.Considerate of the social dynamics of Considerate of the social dynamics of cooperation and competitioncooperation and competition

9-7

Ten Principles for Conducting Ten Principles for Conducting Performance ReviewsPerformance Reviews

Performance reviews should:Performance reviews should:1.1.Include three steps: preparation, Include three steps: preparation, implementation, and follow-upimplementation, and follow-up2.2.Solve job problems and develop Solve job problems and develop employee competenceemployee competence3.3.Be based on mutually agreed-upon Be based on mutually agreed-upon objectivesobjectives4.4.Be tailored to the performance Be tailored to the performance objectives of each jobobjectives of each job5.5.Involve the employee in evaluating Involve the employee in evaluating personal performancepersonal performance

9-8

Ten Principles for Conducting Ten Principles for Conducting Performance ReviewsPerformance Reviews

Performance reviews should:Performance reviews should:6.6.Involve two-way communicationInvolve two-way communication7.7.Include a time schedule and physical Include a time schedule and physical setting conducive to employee setting conducive to employee developmentdevelopment8.8.Involve supervisors actions consistent Involve supervisors actions consistent with wordswith words9.9.Include using multi-source Include using multi-source evaluations for improving performanceevaluations for improving performance10.10.Avoid performance rating problemsAvoid performance rating problems

9-9

Performance Management Performance Management StrategiesStrategies

1.1. Poor Work Poor Work Performance + Poor Performance + Poor Work AttitudeWork Attitude

2.2. Good Work Good Work Performance + Poor Performance + Poor Work AttitudeWork Attitude

3.3. Poor Work Poor Work Performance + Good Performance + Good Work AttitudeWork Attitude

4.4. Good Work Good Work Performance + Good Performance + Good Work AttitudeWork Attitude

1.1. Dismiss before Dismiss before completion of completion of probationprobation

2.2. Coach to improve work Coach to improve work attitudeattitude

3.3. Train to improve work Train to improve work performanceperformance

4.4. Reward to show Reward to show appreciation and appreciation and reinforce morale and reinforce morale and performanceperformance

9-10

The Performance PyramidThe Performance Pyramid

1. Statesmanship1. StatesmanshipThe ability to work with and The ability to work with and through other peoplethrough other people

2. Entrepreneurship2. EntrepreneurshipAchievement of ResultsAchievement of Results

3. Innovation3. InnovationAbility to generate new and usable Ability to generate new and usable ideasideas

9-11

Four Principles of Four Principles of Good Human RelationsGood Human Relations

1.1. Let people know where Let people know where they standthey stand

2.2. Give credit where it is dueGive credit where it is due3.3. Tell people as soon as Tell people as soon as

possible about changes possible about changes that will affect themthat will affect them

4.4. Make best use of each Make best use of each person’s abilityperson’s ability

9-12

Four Step Problem SolvingFour Step Problem Solving

1.1. Get the factsGet the facts

2.2. Weigh and decideWeigh and decide

3.3. Take ActionTake Action

4.4. Follow upFollow up

9-13

Tips for High PerformanceTips for High Performance

Coach Others to SucceedCoach Others to SucceedPay attention to those “middle Pay attention to those “middle stars.” stars.”

Avoid focusing only on the Avoid focusing only on the “super stars” and the “fallen “super stars” and the “fallen stars.”stars.”

Most people shine somewhere in Most people shine somewhere in the middle.the middle.

9-14


Spread the SparkleSpread the SparkleGet enthused about others who Get enthused about others who are enthusiastic; it can snowball are enthusiastic; it can snowball quickly. quickly.

Recognize and reward those Recognize and reward those who help contribute to a culture who help contribute to a culture of contagious enthusiasm.of contagious enthusiasm.

9-15


Address DeficienciesAddress Deficiencies

Pay attention when someone has Pay attention when someone has a performance problem. a performance problem.

Unaddressed deficiencies can Unaddressed deficiencies can have a negative effect on every have a negative effect on every member of your team. member of your team.

9-16

Level 5 ExecutiveBuilds enduring greatness through a paradoxical combination of personal

humility plus fierce resolve.

Level 4 Effective LeaderCatalyzes commitment to and vigorous pursuit of a clear and

compelling vision; stimulates the group to high performance

standards.Level 3 Competent Manager

Organizes people and resources toward the effective and efficient

pursuit of predetermined objectives.

Level 2 Contributing Team Member

Contributes to the achievement of group objectives; works effectively

with others in a group setting.Level 1 Highly Capable

IndividualMakes productive contributions

through talent, knowledge, skills, and good work habits.

MISSED MISSED OPPORTUNITY OPPORTUNITY

FOR GREATNESSFOR GREATNESS

Absence of Highly Capable Individuals leads to a lack of production and increases costs.

9-17

Level 5 ExecutiveBuilds enduring greatness through

a paradoxical combination of personal humility plus fierce

resolve.



standards.

Level 3 Competent ManagerOrganizes people and resources

toward the effective and efficient pursuit of predetermined

objectives.








Absence of Contributing Team Members leads to diminished problem solving and reduces efficiency.

9-18



Absence of Competent Managers leads to failure to accomplish organizational objectives.



resolve.



standards.


toward the effective and efficient pursuit of predetermined objectives.






9-19



Absence of Leadership at this level leads to lack of organizational direction & sense of purpose.



resolve.



standards.








9-20



Absence of Absence of Executive Executive Leadership leads Leadership leads to organizational to organizational failure.failure.



resolve.



standards.








9-21

Reaching The SummitReaching The Summit

1.1. Truth – Care enough to Truth – Care enough to confront; share the brutal truthconfront; share the brutal truth

2.2. Perspective – Know the Perspective – Know the difference between passion and difference between passion and obsession.obsession.

3.3. Trust – What matters are the Trust – What matters are the promises we keep, not the promises we keep, not the promises we make.promises we make.

9-22

Reaching The SummitReaching The Summit

4.4. Focus – Managing fear Focus – Managing fear requires focusing on what is requires focusing on what is importantimportant

5.5. Humility – It is important to Humility – It is important to appreciate the people who appreciate the people who helped get you therehelped get you there

9-23

Principles for Effective Principles for Effective Discipline and Corrective ActionDiscipline and Corrective Action

• Establish just and reasonable rules Establish just and reasonable rules based on core values.based on core values.

• Communicate rules to all employees.Communicate rules to all employees.• Provide immediate corrective action.Provide immediate corrective action.• Create a system of progressive Create a system of progressive

corrective measures for violation of corrective measures for violation of rules.rules.

• Provide an appeal process for Provide an appeal process for corrective action.corrective action.

• Preserve human dignity.Preserve human dignity.

9-24

Principles for Effective Principles for Effective Discipline and Corrective ActionDiscipline and Corrective Action

• Do not charge a rule violation Do not charge a rule violation without first knowing the facts.without first knowing the facts.

• Obtain agreement that a problem Obtain agreement that a problem exists.exists.

• Avoid negative emotions.Avoid negative emotions.• Remember the purpose of Remember the purpose of

corrective action.corrective action.• Avoid double standards.Avoid double standards.• Enforce rules consistently and Enforce rules consistently and

firmly.firmly.• Follow the 4-step method for Follow the 4-step method for

solving performance problemssolving performance problems

9-25

Four Step Method for Solving Four Step Method for Solving Performance ProblemsPerformance Problems

1.1. Obtain agreement that a problem Obtain agreement that a problem existsexists

2.2. Mutually discuss alternative Mutually discuss alternative solutionssolutions

3.3. Mutually agree upon action to be Mutually agree upon action to be taken to solve the problemtaken to solve the problem

4.4. Follow-up to evaluate results and Follow-up to evaluate results and provide encouragementprovide encouragement

9-27

• Part 1—The Leadership EquationPart 1—The Leadership Equation

• Part 2—The power of visionPart 2—The power of vision

• Part 3—The importance of ethicsPart 3—The importance of ethics

• Part 4—The empowerment of Part 4—The empowerment of peoplepeople

• Part 5—Leadership principlesPart 5—Leadership principles

• Part 6—Understanding peoplePart 6—Understanding people

• Part 7—Multiplying effectivenessPart 7—Multiplying effectiveness

• Part 8—Developing othersPart 8—Developing others

• Part 9—Performance Part 9—Performance managementmanagement

Nine Key Areas of LeadershipNine Key Areas of Leadership

9-1 Part 9—Performance Management McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill...

Documents

Transcript of 9-1 Part 9—Performance Management McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill...